AVRO India Limited, a leading plastic injection molding furniture manufacturer, has established itself as one of India’s fastest-growing and most trusted names in molded furniture. With a pan-India distribution network and a portfolio of patented designs, AVRO operates in a highly competitive and evolving consumer market.
Between FY 2020–21 and FY 2023–24, under the strategic leadership of Chairman Mr. Sushil Aggarwal and with active involvement from the second generation, AVRO nearly doubled its turnover—from Rs. 67 crore to Rs. 125 crore. This growth was enabled by a combination of clear strategic vision, process institutionalization, backward integration, and leadership development, positioning the company as a scalable, competitive, and future-ready organization.
By FY 2020–21, AVRO had built a strong brand presence in the molded furniture segment but faced a series of strategic and operational challenges that threatened to limit its next growth phase. Competition had intensified with both organized and unorganized players offering similar product categories at comparable price points, putting pressure on margins. Dependence on external suppliers for key components exposed the company to volatility in raw material costs and quality inconsistency. Growth was further constrained by informal planning mechanisms, manual systems, and limited scalability in operations. At a leadership level, the organization needed to transition from a primarily promoter-driven model to one that combined professional management and second-generation leadership, ensuring continuity, innovation, and institutional discipline.
To address the growth constraints and build a sustainable platform for scale, AVRO implemented a structured transformation program anchored around five pillars.
First, the leadership sharpened AVRO’s strategic direction by articulating a clear vision and introducing a disciplined annual and medium-term business planning process that linked sales, production, procurement, and capex to a unified growth roadmap, supported by market and segment prioritization.
Second, the company deliberately integrated second-generation leadership into key functional roles, enabling greater operational ownership, faster decisions, and adoption of data-driven and modern practices while maintaining promoter-level strategic oversight through a balanced governance model.
Third, AVRO institutionalized systems and process discipline by mapping and standardizing core workflows across procurement, production, quality, warehousing, and dispatch, and implementing an ISO 9001:2015-aligned Quality Management System with risk-based thinking, traceability, and corrective/preventive action routines—using certification as a reflection of operating maturity and a credibility lever in the market.
Fourth, AVRO pursued backward integration for critical manufacturing components and processes to reduce supplier dependence, stabilize quality, improve lead times, strengthen control over patented product execution, and enhance cost competitiveness.
Finally, the organization strengthened its leadership pipeline and execution capability by clarifying roles, streamlining reporting lines, building mid-management capacity through targeted development in performance management and problem-solving, and reinforcing a culture of accountability and continuous improvement so teams could own results as the business scaled.
The transformation delivered tangible business and organizational results within three years. AVRO’s turnover increased from Rs. 67 crore to Rs. 125 crore, reflecting both top-line growth and operational resilience. The ISO-backed systems and backward integration enhanced cost control, reduced defect rates, and improved reliability, resulting in higher customer satisfaction. A unified strategic direction and formal planning rhythm ensured alignment across sales, operations, and finance, improving predictability and execution efficiency. The company’s brand positioning was further strengthened, supported by consistent quality, patented product designs, and nationwide distribution reach. Most importantly, leadership depth expanded—second-generation and emerging leaders now anchor critical functions, reducing dependency on promoters and ensuring long-term continuity.
Overall, AVRO India Limited successfully transitioned from a promoter-led enterprise to a professionally managed, process-driven organization—ready to deepen its market presence, accelerate innovation, and scale sustainably beyond Rs. 125 crore